Case Study

Looking back after one year

on the job

Perception, Attitude, & Behavior

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• It has been a year since Bob Doreen and Nina Hollins joined
Fantastic Foods (FF), a large consumer products company with
sales of over $500 million a year.

• Both Bob and Nina graduated with their diplomas in Business

Administration from a TAFF college. They were hired by FF as
sales management trainees.

• Bob and Nina decided to have lunch together to celebrate their first
full year out of college. As it happened, the conversation focused on
their individuals perceptions and experiences at FF.
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• Nina described herself as “alienated”. She was one of only three
female sales management trainees in a group of sixteen.
Among the twelve product managers in the company, all were
male. Only one assistant product manager was a female.

• Nina said that she wished she had a female role model whom she
could look up to and try to follow.

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Nina also commented on a number of recent events that bothered her.
• First, there was much infighting between product managers to get
company resources for their product lines. She couldn’t figure
out why top management didn’t do something to eliminate this
infighting.

• Second, FF’s recruiters had emphasized the company’s

long-standing reputation for promoting from within. Yet during
the past twelve months, three senior marketing positions had
opened up and all had been filled from outside the company, but
no one seemed to notice.
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 Nina received a rating of 92 out of 100 from her
boss and a $200-a month raise.

Other than a two-minute interview in which her

boss complimented her on her cooperative attitude,
she felt her efforts were not being appropriately
recognized.

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• Listening to Bob talk, Nina couldn’t believe they worked for the
same company, never mind that they were both part of the same
training program.

• Bob thought the company was great. A regional marketing manager

J.B.Neeley, had remembered Bob’s heroics as goalkeeper in a
local soccer team. In short, they had become friends.

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• Bob had even become a regular part of a Saturday golfing foursome
made up of Neeley, Neeley’s boss and FF’s director of public
relations.

• Bob was somewhat confused by the reaction to Nina’s performance

evaluation. He received an 85 rating and a similar $200-a-month
raise.

• But his boss had spent more than an hour with Bob reviewing his
evaluation, commending him on his performance, and talking about
the numerous opportunities he could look forward to in the
company.
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• As they finished lunch, Bob sensed Nina’s frustrations. She
was extremely conscientious. She seemed disheartened by
what she considered inefficient management practices and
the belief that her contributions were not being recognized.

• Bob’s positive impressions of FF only seemed to upset her more.

It didn’t surprise Bob when Nina concluded their conversation
by saying, “I don’t think there’s any future for me here. I’m
going to start looking for another job.”

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 Questions

1. How have Bob’s and Nina’s perceptions influenced

their attitudes and behaviors?

2. If Nina asked for your advice, what would you tell her?

3. Are there any reasonable actions that top management

could have taken to make Nina’s first year a more
positive experience?

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